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Analysing different team composition - Relevance of Belbin’s model for optimal team composition

SKILL: 4b. TEAMWORK

EQF LEVEL (INTERNAL REFERENCE): 4 

 

Keywords:

 

Introduction: 

Expected Learning Outcomes:

By the end of this learning unit, you will be able to apply Belbin’s thinking to your own prospective team members and draw conclusions about the appropriate combination of roles for the purposes of your own team and the goal or goals set. You will have developed a heightened awareness of the relevant team roles and be able to identify these when observing team members’ behaviour. 

Content: 

The perfect team composition, along with the task and the environment, is crucial for team performance.

 

EXAMPLE: Imagine you take your six best employees. These six employees have achieved the highest sales figures during the last quarter. Now you gather these six employees together. They are going to develop a marketing strategy as a team. Do you think that these six people can deliver the best possible performance? Do you think technical knowledge alone is enough to achieve this goal? If only it were that simple. Just because they are the "best" in their field does not mean that they can work well together within a team or complete the given task perfectly.

Putting together an ideal team requires much more than just selecting the six "best" in a company. Many factors need to be taken into account. With the help of Belbin's model of team roles, it is possible to put together an optimal team.

 

NOTE: Belbin's model of team roles describes nine roles that should be filled in every team. Belbin observed human behaviour in teams more closely. Using this model, each team can identify strengths and weaknesses and work on additional skills as needed.

In research, Belbin found that every person behaves slightly differently and takes on a typical role depending on their personality traits. As a result, nine team roles were identified, which are grouped into three categories:

- Action-orientated roles: Implementer, perfectionist and doer.

- Communication-orientated role: Coordinator, team player and pioneer.

- Knowledge-orientated role: Innovator, observer and specialist.

Action-orientated roles

Communication-orientated roles

Knowledge-orientated roles

Implementer

Ensures that ideas and plans are implemented

Coordinator

Acts as a decision-maker, coordinates the team and ensures that goals are reached

Innovator

Produces new ideas and solutions

Perfectionist

Ensures that work is carried out conscientiously and that deadlines are met

Team player

ensures good cooperation

Observer

Analyses options and feasibility

Doer

Challenges the team to improve

Enabler

Seeks out new opportunities and contacts in the environment

Specialist

Provides expertise

But what do the team roles have to do with team performance?

It really depends on how you combine these roles. Each role has its own strengths and weaknesses, which means they can complement each other ideally. In a team, therefore, all nine roles are represented. Of course, a member can also take on several roles.

So, you’d think that it would be easy to put together a team, wouldn't you? Unfortunately, it is not. There is no perfect mix. The optimal team depends on the task the team has been set. Each task requires different strengths and skills.

 

SOURCES

Clilstore

Short url:   https://clilstore.eu/cs/10952